Chapter 6: Intervention Implementation and Change

Introduction to Intervention Implementation and Change

At this point in the HPT Model, PT practitioners have already determined the organizational and individual performance gaps, defined the measures of success, identified various causes for the gap, and determined appropriate interventions.

Definition and Scope

Although analysis and intervention planning are critical to the success of any performance improvement effort, actual changes in performance result from intervention implementation and change (see Figure 6-1). As car-loving Detroiters say, "That's when the rubber hits the road." The stage of intervention implementation and change is critical because as interventions are implemented, changes begin to affect individuals, groups, and organizations. Some change is desired and anticipated; but much of the change that actually occurs is the result of human adaptation to the planned change (intervention). Although this resulting adaptive change can be expected, its exact nature cannot be predicted . A PT practitioner "ensures that interventions are implemented in ways consistent with desired results and that they help individuals and groups achieve results." ^[1]

Figure 6-1: HPT MODEL ” INTERVENTION IMPLEMENTATION AND CHANGE PHASE

Implementation Methods

Intervention implementation and change are as important as the previous stages of the HPT Model. Rothwell points out that, "A good solution that's poorly implemented becomes a poor solution." ^[2] There are four typical methods for implementation and change:

1. The quickest and most basic method is developing support through effective communicating, networking, and alliance building. Communication is critical for creating and maintaining a clear understanding of the organization's direction and change efforts. Networking and alliance building allow individuals and organizations to team up with others who already perform the desired behavior.

2. Employee development includes learning activities, such as training, job rotation, on-the-job training, mentoring, and job aids. Employee development enhances workforce capabilities in an organized manner to maintain competitive advantage or to prepare the organization for anticipated knowledge and skills requirements.

3. Change management refers to gradual improvement through structured problem solving.

4. Process consulting results in revising processes and often involves reengineering or restructuring an entire organization.

Novice PT practitioners may find it helpful to use methods that are familiar, have proven value, are consistent with desired results, and are supportive to individuals and groups. The PT practitioner's first step is to ensure adequate commitment from stakeholders, such as senior management, line management, and workforce representatives. There must be sufficient ownership, resources, time, and energy. All stakeholders must agree on clear roles, objectives, strategies, and procedures. Resistance to change can be a powerful inhibitor. Strong support from management and workers is critical.

Intervention implementation and change need to include plans for (1) introducing the initiative, (2) consolidating and supporting the change effort, and (3) minimizing resistance. Measurement throughout intervention activities will help monitor the change progress and clarify decisions for corrective actions. Establishing tracking systems that are designed to compare actual with ideal progress help people realize their change efforts are having results. Financial and nonfinancial metrics allow determination of the value of the change activities and enable PT practitioners to calculate their return on investment.

^[1] Rothwell, 1996a

^[2] Rothwell, 1996a